Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.699052
Title: Organizational culture and good governance in the public sector : the case of provincial administration in Thailand
Author: Yosinta, Ourathai
ISNI:       0000 0004 5994 3126
Awarding Body: University of Birmingham
Current Institution: University of Birmingham
Date of Award: 2016
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Abstract:
This research investigated the relationship between organizational culture and public sector performance management. The research was based on a study of the promotion of good governance in the Thai public sector through the implementation of the performance agreement (PA) scheme, using Key Performance Indicators (KPIs). The scheme had faced numerous challenges, perceived to be influenced by organizational culture. It had been assumed that a transformational shift in the organizational culture of the civil service, in the direction of market-based or new public management (NPM) values, was required in order to secure improved performance. The research aimed to explore how organizational culture influences civil service performance and identify other organizational factors that may also influence civil service performance in the provincial administration of Thailand. The research used a mixed methods approach of questionnaire surveys and semi-structured interviews, based on the Competing Values Framework (CVF). Questionnaire surveys were carried out with 480 civil servants within 16 provinces. Semi-structured interviews – in-depth and focus group – were conducted within four provinces. A distinction was made between the low and high KPI scoring provinces. The findings of the research suggest that there was no dominant type of culture in the low and high KPI scoring provinces. Instead, a strong culture was found to be important in gaining high KPI scores, supported by participative leadership and appropriate management. Leadership style appeared to influence whether the public services performed to a high level, which seemed to be achieved through a balance between task focussed and people focussed. Therefore, a transformational cultural shift may not be required, but instead more effective leadership and management.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.699052  DOI: Not available
Keywords: HJ Public Finance ; JQ Political institutions Asia ; JS Local government Municipal government
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